February 26, 2024

Hire the best managers you can find to keep the organizational structure clean and clear.

This is disheartening because it is difficult and expensive to find and train new personnel. If anything, business leaders’ inaction is more naive. Employee turnover is commonly attributed to the company’s upper management. The results of a poll I did on employee retention backed up the anecdotal evidence, demonstrating that the main reason employees quit their jobs was due to their first-line supervisor in 46% of cases.

Indeed, I believe that those in positions of authority have a heavy burden of responsibility and accountability. When I say “manager,” I don’t mean the individual who actually has the title “manager,” but rather the “job” of overseeing a team of workers.

The field of management is fraught with difficulty. The hurdle is really high. Numerous supervisors must perform the duties of three people at once. The workers of today are more challenging to manage since they have bigger expectations.

When workers fail due to unfavourable working conditions, bosses are typically to blame. The challenge of recruiting and keeping good managers is compounded by the fact that many businesses fail to provide sufficient resources for their training and development. If upper management puts effort into finding and training new managers, they will reap the benefits in the form of higher productivity and lower staff turnover.

Messy leadership, or the managerial equivalent of spaghetti

Leadership skills are not acquired through formal education or work experience. Managers in such companies typically have strong technical skills but a cold relationship with their employees.

not the management, but the firm itself is to blame. Most first-time managers will fail if they aren’t given adequate training and support. This is why many qualified individuals in today’s firms refrain from applying for positions of management or supervisory responsibility. The practise of promoting a large number of people to management roles and then throwing them all against the wall to determine who stays is what I call “spaghetti management,” and it’s popular in some businesses.

There will always be those in authority who cannot be bought, no matter how huge the bribe. When a manager’s focus has shifted away from the firm’s objectives, a savvy company will take action, whether it’s further training or the manager’s replacement.

Successful performance management relies heavily on training and education, which is why top companies prioritise it. For example, Synovus Financial has been recognised by Fortune as one of the “Top 100 Best Places to Work” for multiple years in a row. That maxim, “A manager’s most important role is to serve, grow, and inspire his or her people—without exception,” was the impetus for the company’s success in generating earnings. The market value climbed from $2.2 billion to $8 billion in just four years, while employee turnover decreased by a third during that time.

Leaders who prioritise the needs of their people are admired.

An experienced war veteran, he served as a doctor in the Special Forces during the Vietnam War. He was the kind of person who put other people’s needs ahead of his own. After finishing university, I decided to join the military in order to hone my potential as a leader. My first boss after graduation turned out to be a wonderful mentor.

On the morning of Saturday, I was more than eager to head back to my apartment. My boss, Joe, just gave me a call. He asked what I was doing for lunch after discovering I had some time to myself. He invited us over for dinner, and he and his wife prepared and served the food. Even if I don’t remember the specifics, I will always remember a lunch I had many years ago that will remain in my memory. Even though I was a lower-ranking member of the unit, I was given the unenviable task of working on New Year’s Eve. After a long day, I remained up late to get some things accomplished. Disrupting the status quo with just 500 soldiers is possible.

The leader’s care for their subordinates was palpable, and it struck me as an excellent example of leadership. The leadership skills I developed from making that decision outweighed any degree or certification I could have earned.

Some things to think about while you design your management training programme are as follows:

Think carefully about what it takes to be a successful manager. Get the word out to the upper management that they must adhere to the new guidelines set forth by the company’s top brass. There is the possibility of conducting a thorough investigation of the company’s top management. In order to improve morale and loyalty among employees, it is important to hold managers accountable for their actions. Managers may benefit from HR-led workshops on the topics of incentives and recognition. Don’t hold managers back from achieving their objectives by withholding the tools they need to do so. Keeping an eye on client attrition rates might provide useful information. It’s a great idea to conduct an exit interview with a departing worker to find out why they’re leaving their position. A retention profile should be filled out by all employees and submitted to the company. Perform an annual survey to gauge the morale of your workforce.

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